salesforce governance: a new hope - apps associates · medium low captured sfdc reduce number of...
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© Copyright 2015. Apps Associates LLC. 1
Salesforce Governance: A New Hope
The purpose of governance is to provide a framework of policies, procedures & standards to ensure effective execution of projects / programs and provide strategic decision support & alignment –
bridging the tactical with the strategic.
© Copyright 2015. Apps Associates LLC. 2
Key Takeaways
It is impossible to scale Salesforce without taking the time and discipline to
manage Salesforce as an Enterprise asset
Establishing Governance:
Difficult short term
Transformational mid/long term
Will give you your personal life back
Scrum can help
© Copyright 2015. Apps Associates LLC. 6
Your Solution: Center of Excellence
A Governance Framework To
Drive global or large multi-division projects
Drive strategic leadership and executionfocused on building, maintaining and sustaining customer success
Ensure best practices, adherence to quality and technology standards, and processes for efficiently managing multiple regions and/or business units
© Copyright 2015. Apps Associates LLC. 9
Define a Business Case / Sell it
Example Objectives Key Metrics
Revenue Generation
Improve Customer’s Image of Brand
Improve New Customer Acquisition
Increase Sales to Existing Customers
Increase Retention of Existing Customers
Improve Sales Effectiveness
Cost Savings
Avoid strategic Project Costs
Reduce Business Operations Costs
Reduce IT Infrastructure Costs
Reduce IT Maintenance Costs
Reduce Training and Staffing Costs
• Improve customer lifetime value index
‒ Improve sales productivity
‒ Improve close rate percentage
‒ Reduce sales cycle time
• Increase size of deals
• Revenue by channel / product
• Win / renewal rate
• Forecast accuracy
• Reduce employee ramp
• Reduce capital expenditure
• Reduce costs of training
• Reduce support / customer self service
• Reduce employee attrition
© Copyright 2015. Apps Associates LLC. 10
Segregate Business and IT Responsibilities
• Reports
• Dashboards
• List View Management
• Documentation Management
• User Administration
• Solution Management
• Communication Templates
• Email Templates
• Minor Release: Simple configuration changes that do not impact day to day business or require training
As required (target monthly)
• Major Release: New Initiatives and other changes that require training or testing
Dates determined by Steering Committee (target quarterly)
Business Responsibilities
Daily Changes
IT Responsibilities
MonthlyChanges
© Copyright 2015. Apps Associates LLC. 13
Define a Release Strategy
Security Reviews ManyFew
Simple
Difficult
Level of Effort
Immediate Releases
Minor (Monthly) Releases
Major Releases
Implement immediate changes
Owned by individual sub-group
Minimal impact to the production floor
Minor changes impacting two or more groups
Thrice as often as a Major Release
Minor impact to training and production
Major impact on production and integration
Significant changes such as AppExchange development
Aligned with platform releases
Impact across more than one business unit
© Copyright 2015. Apps Associates LLC. 14
Delineate Change TypesRelease Type Activities Examples Level Of Effort
Immediate Release
• Small changes that can be implemented in a short time
span and directly in the production environment as
needed
• Changes can be configured, tested and deployed with
minimal impact within a single business unit
• DOES NOT HAVE TO GO THROUGH CHANGE CONTROL
PROCESS
• New dashboards & reports
• Field positioning
• New related lists (existing
objects)
• New roles
• Data Loads
• Territory Alignments
LOW
• No additional training required
• None or minimal impact to integration
• Potential candidate for Business
Administrators
Minor (Monthly)
Release
• Medium level changes that can be implemented with
minor impact to the production environment
• Changes can be configured, tested and deployed with
minor impact to one business unit
• New Fields
• New page layouts
• New custom Objects
• New org or sub-org in role or
territory hierarchy
MEDIUM
• < 1 day of additional training required
• < 1 week of configuration dev
• IT involvement
Major Release
• Large changes that have major impacts to the business or
environment
• Changes requiring a significant interface update, data
migration and/or integration impact
• Major releases should be tracked by a standard naming
convention for items such as: Role Hierarchy, Profiles,
Page Layouts, Record Types, Sales and Support Processes,
sControls
• New AppExchange app
• Process-impacting configuration changes
• Data migration impact
• Integration changes
• Impacts to multiple business units
HIGH
• 1 day of additional training required
• > 1 week of configuration development
• > 1 week of integration development
• IT led
• Use a Sandbox
© Copyright 2015. Apps Associates LLC. 15
Establish an Ongoing Release Process
Assess Roadmap Request
Allocate Resources
Submit Roadmap Request
Post Assessment
Prioritize Roadmap Request
• Business unit complete & submit request
• Request reviewed by designated CoE member
• CoE registers request in central repository
• Updates status of request to business unit
• At pre-specified intervals, business units review all submitted requests to be prioritized
• Top 4 requests are assessed by business unit for: value, and risk and by CoE team for resource and costs
• Business unit prioritized requests are updated with pertinent information
• CoE performs preliminary prioritization of roadmap portfolio
• CoE meets with business unit stakeholders to conduct review
• CoE holds prioritization meeting for final sign-off
• CoE communicate prioritization decisions to business units
• Business units complete staffing request for approved projects
• CoE align staffing schedules
• CoE assigns resources & budget
• CRM project is initiated
• CoE updates CRM roadmap as needed
• Upon project completion, CoE is notified
• Metrics are tracked on-going
• CoE reviews metrics to determine if business case achieved
Submit Roadmap Request
Assess Roadmap Request
Prioritize Roadmap Request
Allocate Resources
Post Assessment
© Copyright 2015. Apps Associates LLC. 16
Define a Global Standards Model
Establish a core set of ‘standard’ functionality which all LOBs will utilize, supported by guidelines defining the areas which may be unique to each LOB
© Copyright 2015. Apps Associates LLC. 19
Evaluate New Projects
• Define communication process for new projects
• Projects requests are funneled through CoE
• All projects are entered into CoE database (i.e. SFDC)
‒ Capture business unit request
‒ High level requirements
‒ Alignment with overall program objectives
‒ Business readiness
‒ Timeline for launch
• Reach out to business for additional information/clarification
• Review new project requests as part of CoE meeting
• Determine business priority and alignment with overall Program Roadmap
• Define priorities in CoE Project Database
• Evaluate the short term and long term alignment with the program
• Evaluate alignment with ongoing or other pending projects
• Determine project fit within the overall BU landscape
• Evaluate how project will be supported (internal resources, external resources)
• Evaluate post go-live support model for the project
• Evaluate administrative needs of the project and ongoing administration
• CoE makes recommendation to the business on the approach and timing of the project
• Communicate pending projects to the Program Steering Committee
• Communicate decision to the business sponsors
• For projects moving forward the necessary individuals should be invited to participate in CoE
• Approved projects move into the Org Provisioning Process
New Project Submission
Project Prioritization
Project Decision
Long Term Evaluation/ Support
© Copyright 2015. Apps Associates LLC. 20
Create a Business Value Matrix
Value DriverBusiness Objective
Behavior Changes that Lead to
Outcome
How to Measure the Behavior
Changes – MetricDefinition Priority
Ease of Capture
Readiness for Capture
Source
Increase Revenue
Acquire New Profitable Customers
Increase sales to new customers
% of Accepted Leads to Sale
Percentage of leads accepted that have
been closedHigh Low Not Captured SFDC
Increase number of new customers
% of Sales to New Customers
Percentage of sales associated with new
customersHigh Low Not Captured SFDC
Increase Retention of
Existing Customers
Increase up sell Sales Generated Up sellPercentage of deals
with up sellHigh Low Not Captured SFDC
Increase sales to existing customers
% of Sales to Repeat Customers
Percentage of sales associated with repeat
customersHigh Low Not Captured
SFDC & Oracle
Increase repeat purchase rate
Repeat Purchase RateMeasure repeat
purchase deals against all deals
High Low Not CapturedSFDC & Other
Cost Reduction
Reduce Business
Operation Costs (Sales)
Increase number of deals managed by each user
Average Number of Deals per Account Manager
Average number of active opportunities
managed by AMMedium Low Captured SFDC
Reduce number of sales calls per sale
Average Number of Sales Calls per Sale
Average number of calls made per closed
opportunityMedium Medium Captured SFDC
© Copyright 2015. Apps Associates LLC. 22
Scrum
• Agile process that focuses on delivering business value as quickly as possible (every 2–4 weeks)
• Enables rapid inspection of working software
• Business sets priorities and enables the team to self-organize & deliver value
Role
EventRoleRole
Event
ArtifactArtifact
EventArtifact
• Roles• Events• Artifacts
© Copyright 2015. Apps Associates LLC. 23
Product Backlog
• Identify Roadmap – PO, PM, Tech
• Requirements captured as Storieswith a clearly defined UAC by Product owner
3 Days before Sprint Planning Meeting
• Project/Product Owner determines requirements that should be considered for the next Sprint listed in desired order
• Tech Lead assigns a developer (for sizing only) and the list of requirements is sent to the team 3 days prior to the Sprint Planning Meeting
Artifact
© Copyright 2015. Apps Associates LLC. 24
Sprint Planning Meeting
• Each requirement is documented thoroughly
• Prioritized by the Product Owner prior to the meeting
Event
© Copyright 2015. Apps Associates LLC. 25
Sprint Backlog
• Tech Lead assigns Developers up to their capacity
• When Developers are assigned the QA Lead assigns QA resources up to their capacity
• Expected DEV and QA Completion Dates are added
• Salesforce is updated with the Release Date
• The day following Sprint Planning is reserved for meetings with BAs, DEV and QA to refine requirements and test cases
Artifact
© Copyright 2015. Apps Associates LLC. 26
Daily Standup Meeting
• 10-15 minute meetings begin 2 days after Sprint Planning
• Discuss what was done: Yesterday, Today, Blockers
Event
© Copyright 2015. Apps Associates LLC. 27
Sprint Review
• Day prior to meeting the PO identifies custom requirements that they would like to see demonstrated
• Custom requirements with external data impact are reviewed at the beginning
Event
© Copyright 2015. Apps Associates LLC. 28
Retrospective
• Follow normal format
– Each team member discusses: Start – Stop – Continue
• Update Process Documentation
Event
Thank You!
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